How Do You Create a Culture of Learning?

Speaker 2
Yeah, it often doesn't exist. Or what I've also seen is, is well intentioned leaders who then invite people into the room to be a voice, but they don't create a psychologically safe environment where people actually feel like they can share their voice, where they can actually share an honest opinion. So so then they end up getting surrounded by sycophants and people who just tell them what they want to hear. And then they have this, the facade of like thinking they're getting input from the front line, but they're actually not. And I recognize that can be a tricky thing. How do you involve voices? And then you're in that power dynamic of like, I'm now in a meeting with my boss and their boss. And I feel, you know, nervous, I get that. That's why you have to put extra effort into creating that psychological safety, creating just a culture of learning and a culture where everyone recognizes we all are going to be pushing each other. We're all going to be coaching each other. We're all going to be challenging each other's ideas from the top down. And if you create that kind of a culture, guess what? People are going to be willing to speak up. And they'll be willing to share their good ideas, regardless of where they happen to be in a hierarchy.
Speaker 1
Yeah, absolutely. And I also think an ingredient to manifesting what you're talking about is having a real cultural of experimentation. So one of the one of the big pieces of work that we do with clients is like trying to get them out of trying to predict and control the future, which is a farce and complexity, as you know, and really think about experimentation. And that takes a lot of the charge out of being right or being provocative or having a controversial take. Obviously, a lot of the biggest innovations come from the least intuitive ideas. But if we if we culturally are in a place of like, what are you, what are we proposing? What is safe to try? And what is the experiment we could run versus what are we certain about? What is the plan? And who can we blame if it fails? That's where we start to like get some magic. Because now it's like, you know, does like does dude in the call center have enough authority that he could try something different just on Monday mornings and just see how the metrics move for only a month. And if it fails, we'll do something else. Like that's what we need to get to to start to make these kinds of shifts to really having more adaptivity.

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